How can you mentor an introverted leader to become more confident and assertive?

Being confident and assertive has very little to do with introversion and extroversion. It comes with a hold on the subject, knowing and accepting oneself and having a strong belief system.

I think that contrary to common belief that you must be an extrovert to be an effective leader, introverts too make very powerful leaders. Successful people/leaders such as Abraham Lincoln, Eleanor Roosevelt, Albert Einstein, and Mahatma Gandhi were all introverts and it's totally okay. Sure, we all bring different strengths to the table and hence it's critical to know what strengths you add. Every person, leader/not, must invest in understanding their strengths.

I've learned something powerful: introversion is not a barrier, but a superpower. Think about it—many assume extroverts dominate leadership roles, but surprise! A significant chunk of CEOs are introverts. Research shows that up to 40% of executives share this trait, thriving in their roles (HBR). This revelation shatters the myth that to lead, one must be loud. Instead, I guide introverted leaders to harness their innate strengths—deep reflection, keen listening, and thoughtful communication. By valuing these qualities, they grow in confidence and assertiveness, not by changing who they are, but by fully embracing it. This approach doesn't just empower them; it transforms their leadership style into one that is impactful and genuine.

Reflecting on years of executive coaching, I've found nurturing introverted leaders to be both challenging and immensely rewarding. Here's a concise guide to mentoring them towards confidence and assertiveness: - Build a Strong, Honest Relationship: Prioritize trust-building by understanding their perspective and fostering open dialogue. - Embrace Creative Approaches: Encourage unconventional methods such as acting classes to enhance communication skills and expand comfort zones. Trust me it works - Encourage Collaboration and Trust: Reinforce the importance of leaning on others and embracing diverse perspectives for collective growth. Let's champion introverted leaders' fostering an environment where they can truly flourish.

Who said; "introverted leader to become more confident and assertive.", by executive coaching? That's not possible. Coaching does not change a person's intrinsic behavior but what coaching can do is train and prepare them to shift their approach while dealing with people in a certain way, in a certain environment. For, a confident and assertive nature, you'll need re-programming of the Brain cells, and neurons and this is easiest possible by Vedic and yogic practices from India, the knowledge hub in the east. I've covered this aspect in great detail in my book, Fearless: The Art of Personal Evolution. Take care

After step 1 of setting goals, the next logical process is the organically move into deep Exploration. Into beliefs, biases, needs, values et al. That leads to Awareness and then Actions. - The coachee choosing to be reflective helps immensely, leading to deeper awareness. - Actions could include communication skills, networking, IQ2EQ2SQ (spiritual quotient)

I would add: "If appropriate", to the title of this step. Sometimes it's just a matter of having the Extraversion muscle undeveloped - and not a consequence of a limiting belief. I'd be careful with this type of assertions. Being an Introvert is not a synonym of lacking confidence or assertiveness. It's a preference regarding 1. the way you handle your energy and recharge yourself 2. your social preferences. You can perfectly be an Introvert who is quiet, reserved and recharges energy reading a book - while being assertive and confident. I am an Introvert myself and speaking from experience here :)

In the modern business environment, with thankfully more evolved perspectives that organisations are taking on culture, the statement should read: "Challenge the organization's limiting beliefs" and ask the question: "Does the organisation have an inclusive culture capable of harnessing the value of the thoughtful, considered approaches that introverted leaders often bring?"

N?o existe método mais eficaz que a exposi??o, treino e ajustes. Mas, de uma forma controlada e suportada por um profissional ou mentor pois do contrário o processo pode se muito traumático. Promover eventos em que a pessoa possa falar, expor uma idéia ou projeto, é um primeiro passo. Encorajá-lo e refor?ar que recursos poderá usar, é importante.

In my experience, introversion is a lot about energy management. It doesn't necessarily mean less social skill. That's often a misconception. Anybody, in my view, can learn to be social, to be inviting, to be gregarious on command, to have an impact on a bigger audience. However, for some of us, it takes more learning and prep than for others. And we may need different strategies to recover our energy afterward. What is not true is that there are people predisposed to not being able to do that. We can all learn it, and I've seen it countless times.

Showing them what they bring to the table will allow them to see what they don't see in themselves. Work on small moments where they can step outside their comfort zone to showcase their skills. Walk back that negative selftalk and replace it with positive affirmations telling them they can. Being support for them will let them know they are never alone and you believe in them. Little nudges will create momentum.

The great thing is, communication is a learnable skill. However, depending on where we are in our careers, it may require a bit of unlearning. Sometimes unproductive habits set in and we are not fully aware about our way of coming across. I would start communication skills training by understanding how the person is perceived in multiple settings. A tricky thing is that as a coach I only see one particular side of a client. It's critical to observe how somebody acts under stress or under certain situations with challenging or not so challenging stakeholders. From that realistic base, we can build skills in a practical and exciting way.

Assessing first where does being an introvert flares up and how, is key to work on the required skills. Is it a challenge in express ideas? is it a challenge to communicate eloquently? or is a very limited bandwidth for being around team, colleagues and clients?Also is it a challenge in one on one, smaller groups or big audiences? Every case is a complete different competence to work on.

Para que o desenvolvimento seja contínuo, é necessário haver um plano de continuidade e verifica??es dos avan?os para que o pofissional perceba como está reagindo e como pode continuar melhorando. O mentor ou profissional, deverá ter um ritual onde ouve o profissional, comenta seus esfor?os e prop?e novas tarefas. O acolhimento é muito importante, mas sem permitir que ele recue.

Mentoring an introverted leader to become more confident and assertive involves a nuanced approach that respects their innate qualities while fostering growth. Begin by building self-awareness, helping them recognize their strengths and areas for development, and framing introversion as a valuable trait rather than a limitation. Next, focus on enhancing their communication skills. Encourage active listening, teach them to express their ideas clearly and succinctly, and guide them in participating more assertively in meetings and presentations. Role-playing challenging scenarios can help them feel more at ease in such settings. Encourage the leader to set small, attainable goals to expand their comfort zone gradually.

Socializing, networking, conversing and being around people can be both energizing and draining. It is more draining for introverts than it is for extroverts. That said, it is also a muscle that can be trained yet most importantly it needs to be structured as well. When the right amount of time and efforts are dedicated to networking, it becomes more enjoyable even for introverts. It is all in the dosage!

Helping mentees understand who can support them in and out of the workplace is important. Also helping mentees identify who they admire as leaders and why. They can identify those individuals and consider talking with them about how they built their leadership presence. Generally, most individuals I have mentored on this initially assumed they knew no one, but depending on the questions I used to uncover their experiences, we would end up identifying 2-10 people they could reach out to for learning and growth.

Participar de eventos ou grupos de afinidades externos é uma possível saída, pois ao conhecer pessoas que enfrentam medos similares e problemas também, a pessoa se sente acolhida e abre diálogo. O processo de cura se dá de uma forma organica e potente.

We cannot force anyone to do something which they are not comfortable with. Networking, socialising or conversing is not that easy for introverts. It doesn't mean that they don't talk. They speak only when there is a need. Networking comes nicely if the space is comfortable for them. If they feel safe & comfortable, they will start speaking. Time & comfort are the keys but if we force them, the chances of quitting will be very high.

A maioria das empresas oferece atividades fora do escritório, participar destes eventos ajudará a quebrar o gelo no dia a dia do trabalho. O líder introvertido terá um assunto em comum para iniciar uma conversa. Se sentirá parte do time e a vontade para interagir dentro e fora do ambiente de trabalho. Funcionou comigo quando participei de um grupo de corrida tendo a oportunidade de conhecer funcionários de diversas áreas da empresa.

Introverted individuals make up about half of the world's population. However, 96% of senior executives prefer to define themselves as extroverts because of prejudice. There is no better or worse profile; everyone can use their qualities to best deal with each context. Introverts often can go deeper into conversations, listening and being curious about the other person. And if we define "networking" as "establishing relationships with interesting people," these qualities can be a superpower.

Firstly, not all introverted individuals are under-confident. Every mentor should be aware of this and should ensure the client of the same too. While supporting an introvert personality to develop more confidence, it is important to find out what high-energy activities work for them. It is important to leverage the existing energy from a task which the client is already good at. If they are good at a particular task at work, ask them to do that task more often. Building on existing strengths can help one build their self-confidence.

I have the privilege to work with a number of more introverted or introspective CEO’s and business leaders. Although they are not naturally extroverted, many of them recognize the need to become more socially aware in their roles as it comes with the job. Being aware of this “work” condition and being objective about what is means is critical for the introverted leader. To be more extroverted, they need to exert a tremendous amount of internal energy to do this. This is one stressor during their day that can take a lot of energy away from the leader. Being self-aware of this situation enables leaders to recognize and ideally practice active recovery to stabilize and rebuild.

It's important not to assume all people with a preference for introversion are shy, non-assertive or lacking in confidence: these traits are found equally in extroverts. Introversion is about how a person gets their energy from solitude and down time, which may be misinterpreted as shyness. Confidence and assertiveness are skills anyone can learn.

Fazer um acompanhando recorrente ajudaria o mentorado a cuidar das varia??es que acontecem mesmo. O medo e frustra??es s?o fatores presentes e que precisam ser observados, conversados e tratados. A energia empregada é muito alta e a pessoa pode querer desistir ao longo do caminho.

Recognising wins and achievements can be the first step! High-performers and high-achievers often can't see what they have done well, only what they believe they needed to improve. So recognition of what's gone well, a focus of attention is placed on seeking the positives and celebrating them is important. Big, small and everything in between. Keep a running list of everything they have done they are proud of, I like to call this a 'Ta-Dah' list - keep it handy so it can be referred back to ahead of challenging moments or conversations to give ourselves a boost when we need it the most.

Express your appreciation for the talents of the introverted leader. They often can’t see/value their talents themselves as they tend to compare them with extraverts. Tell him/her repeatedly how their skills can make a difference in the team. Pay attention in group discussions that the voice of the introverted leader is heard and they get the floor to share their ideas and opinions.

Something worth celebrating with an introverted leader is that introverted people may be fantastic listeners and observers, and may be simultaneously perceived as humble and competent. Sometimes, it's not the loudest voice but the quietest, the one people listen to and trust. These qualities are especially valuable in the new world of work, where relationships and personal connections sometimes matter more than technical knowledge or formal authority only.

Supporting mentees to uncover what is the smallest step they can see or feel to notice success is essential. It is not only important for the mentee to understand how they will notice their own progress, but to understand how others will notice their change. How will their manager and or peers or others in the office see the change? How will their family and friends and others outside of work notice they are different? (Often as we feel better at work, we feel better at home, so how will that trickle into other parts of our life?) Does the mentee feel that as they change their own behavior, those around them will not know how to react? How will they handle that so they don't slip back into old, unproductive and unsuccessful ways?

I always give a small note pad which is called a learning journal. There would be certain self-reflection questions. In that one element would be celebrating small successes. After achieving every milestone, they have to write how they achieved & how they feel about it. This is very important for every client & this really works wonders in my sessions.

The premise of this article is flawed in some ways as it is based on the assumption that introverts by definition are under-confident. When looking at introversion through the lens of the big 5 theory of personality, in simplistic terms, it’s related to how people recharge or get their energy, preferring the inner world of their mind and self reflection over the outer world and spending time with others. Confidence is considered a critical trait for leadership and the challenge for introverted leaders is that current leadership stereotypes are biased towards visibly charismatic and extroverted leaders. Introverted leaders while often perfectly confident must be able to demonstrate this while challenging this stereotype bias.

This article is more in the realm of mentoring, not executive coaching, though some steps are common. The process can start with setting goals, exploring all factors limiting the coachee (not mentee), partner to come up with new awareness, leading to new actions. All these will help the coachee to learn & grow, and move in the direction of potential, personal and potential.

Unleashing the potential of introverted leaders involves helping them gain new awareness of different personality types, normalizing the perceived “struggles” of being introverted, creating a space for them to share their frustrations and biases regarding their extroverted peers and asking questions that raise awareness about the importance of diversity of leadership archetypes and styles. Ultimately helping them connect with their most authentic selves, liberated from self judgement and the fears that may be holding them back. With the new found clarity they are energized to share their gifts with the world.

It's crucial to first understand the dynamics between the coach (C) and the leader (L), considering their introverted (??) or extroverted (??) tendencies. Here's how: C = ?? & L = ?? This offers a conducive environment for a fruitful conversation as both are likely to be patient listeners. C = ?? & L = ?? The coach will need to make extra efforts to actively listen and allow the leader to find his/her space to be assertive. C = ?? & L = ?? With high energy levels in the room, it's essential to have a structured agenda to keep the meeting focused. C = ?? & L = ?? The coach needs to back their approach with case studies, examples or videos to maintain energy levels. The meeting could be a learning ground for L on how to act with ?? & ??.

I start the conversation by setting the right tone and in this scenario (engaging with an introvert), I ensure the mentee is delivered the following understanding - every job role demands a certain set of social/ workplace skills and so does a leadership role - (personal) personality is separate from professional expectations and flexibility and adaptability is essential for professional success - personality types are not labels, so don't get hung on those - anyone can grow/ improve as a leader through upskilling.